Procedures in employment psychology

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Monograph

Identifikator:: 173623112X

URN:: urn:nbn:de:zbw-retromon-112923

Document type:: Monograph

Author:: Bingham, Walter Van Dyke http://d-nb.info/gnd/123042593; Freyd, Max

Title:: Procedures in employment psychology

Place of publication:: Chicago & New York

Publisher:: Shaw

Year of publication:: 1926

Scope:: XI, 269 S

Digitisation:: 2020

Collection:: Economics Books

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Document type:: Monograph

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Title:: III. Criteria of vocational success

Collection:: Economics Books

EMPLOYMENT PSYCHOLOGY subject of rating scales is taken up in Chapters IX and X. Ratings are more often useful as criteria of success of executives and salesmen than of operatives engaged in rou- tine tasks requiring manual skill. Objective criteria of manual skill are more likely to correlate with objective per- formance tests, and ratings are more likely to correlate with tests of personality. Ratings may be made on the single characteristic of suc- cess in the occupation; or they may be distributed over a combination of several abilities which are deemed neces- sary to success in the occupation, and the sum used as a judgment on vocational success. But the safer procedure in obtaining a criterion of success is to ask for ratings on success, using the ratings on component abilities required for success at a later time as checks on the investigator’s analysis of these abilities. If ratings are adopted as criteria, use should be made of a final rating which is the unweighted average of the independent judgments of at least three intelligent unbiased men who are thoroughly acquainted with the persons to be rated and who are given plenty of time in which to make their judgments. The reliability of this criterion should be determined by asking each judge to rate the men again at a later date. Executives who are skeptical about psychological tests sometimes insist on the use of their personal estimate of their subordinates as a measure of success. In this case one compensation attaches to the use of ratings as criteria, namely, that if a correlation is established between criterion and tests, the proof of the value of the tests is brought home in a very personal way to the executive who makes the rat- ing. GENERAL CONSIDERATIONS If the investigator believes that any one of the available criteria taken alone is inadequate to express the employee’s vocational accomplishment, there is no reason why several 42

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